agricultural sector education and training authority ... fy17_18.pdf · training authority annual...

1

Agricultural Sector Education and Training Authority

Annual Performance Plan

For

2017-2018

November 2016

4

Contents Part A: Strategic overview ....................................................................................................................... 5

1. Situational analysis .......................................................................................................................... 5

1.1. Performance delivery environment .................................................................................... 5

1.2. Organisational environment ............................................................................................... 6

2. Revisions to legislative and other mandates .............................................................................. 7

3. Overview of 2017 budget and MTEF estimates .......................................................................... 8

3.1. Expenditure estimates ........................................................................................................ 8

3.2 Relating expenditure trends to strategic outcome oriented goals ......................................... 12

Part B: Programme and sub-programme plans .................................................................................... 13

1. Programme 1: Skills Planning .................................................................................................... 13

2. Programme 2 Skills Delivery...................................................................................................... 23

3. Programme 3: Quality assurance .............................................................................................. 32

4. Programme 4: Administration ...................................................................................................... 34

4.3. Reconciling performance targets with the Budget and MTEF ............................................... 40

4.4. Performance and expenditure trends .................................................................................... 40

Part C: Links to other plans ................................................................................................................... 41

5. Links to the long-term infrastructure and other capital plans...................................................... 41

6. Conditional grants ......................................................................................................................... 41

7. Public entities ................................................................................................................................ 43

8. Public-private partnerships ........................................................................................................... 47

No partnership exist with a public entity .............................................................................................. 47

Annexure A: Technical Indicator Descriptor ......................................................................................... 48

5

Part A: Strategic overview

1. Situational analysis Present updated information on the performance delivery and institutional environment, based on the information gathered during the annual performance-planning process. The information presented should broadly correlate with what was presented in the Strategic Plan, but it should not be as detailed. The focus should be on noting any changes in the external and/or internal environments that might affect performance.

Whilst the AgriSETA Sector Skills Plan (SSP) aims to address wide range of issues in the agricultural

sector, in essence it captures the following important realities which have a direct impact on the

process of development of such skills in the sector1;

The global consensus on commitment to agriculture as a key driver for achieving food security, poverty alleviation and economic growth in Sub-Saharan Africa, calls for new strategies and approaches in Agriculture for development. This commitment will directly encourage development of capacity towards smallholder and emerging farming sector.

The sectoral challenges, which include Inter Alia: Equity; Growth and Competitiveness; Environmental Sustainability; and Governance as identified in the Integrated Growth and Development Plan of the Department of Agriculture, Forestry and Fisheries for the period 2011-2031 shape the process of packaging these skills in the sector.

The pressure on AgriSETA to balance the disbursement of discretionary funds to AET, NQF 1 and NQF 2 learning programme, due to the fact that the Agriculture relies heavily on unskilled and semi-skilled workers with higher pitched learning in response to technological advances and the increase in the need for skilled agricultural workers;

The required efforts of the agriculture sector to change the image of agriculture to attract the youth, to advocate prevalent career and business opportunities in the sector.

The continued low success rate of land reform projects need to be factored into discretionary grant funding plans of the AgriSETA.

1.1. Performance delivery environment

The need for discretionary grant funded support to deliver on the required learning programmes in

the sector outstrips the available resources of the AgriSETA. The Strategic plan has been updated to

the National Treasury framework with the following significant changes:

AgriSETA identified 4 programmes that will be driven to achieve the organisational goals

aligned with the proposed DHET framework for Strategic Plans;

Strategic outcome orientated goals were devised for the organisation

6

1.2. Organisational environment

The AgriSETA structure is well balanced and is entrenched from Accounting Authority level

to the Operational structure. Stability and extensive institutional knowledge exist due to the

low labour turnover rate and the fact that appropriately qualified staff members are

employed. The AgriSETA registration that was extended up to 2018 makes the management

of talent challenging.

AgriSETA Accounting Authority

Programme 1:

Skills Planning Programme 2:

Skills Delivery

Programme 3:

Quality Assurance

Youth and career

development

EXCO Standing Comm.

Mandatory Grants Decent work Quality Assurance

Governance

Strategic

O

P

E

R

A

T

I

O

N

A

L

CEO

Operations

Programme 4:

Administration

Resources

Finance

ICT

Human resources

Rural

Development and

Cooperatives

Reporting

Research

Qualification

Development

Executive Authority (DHET)

National Council of Provinces (NCOP) select committee on education and

recreation & national assembly portfolio committee on Higher Education and

Training

Agricultural

leadership capacity

Public entity

partnership

development

7

2. Revisions to legislative and other mandates The following legislative mandates are noted:

Proposal for the New National Skills Development Strategy (NSDS) and Sector education and

Training Authorities (SETAs)

The following pending court case should be noted:

The court case between Business Unity South Africa (BUSA) and the Minister of Higher Education

and Training, BUSA won the court case, currently the mandatory grants are still pitched at 20%.

Changes to the Mandatory grants can have a significant impact on the number of employers

participating in the mandatory grant process.

There have been no significant changes to AgriSETA’s mandates.

8

3. Overview of 2017 budget and MTEF estimates

3.1. Expenditure estimates

Table 1: AgriSETA

Programme Audited outcome Adjusted

appropriation Medium term expenditure estimate

R('000) 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1. Skills Planning 55 196 46 821 54 579 76 083 79 225 83 315 86 122

2. Skills Delivery 168 979 141 922 180 138 209 520 229 416 R232 115 R255 670

3. ETQA

- - - - 20 102 20 102 20 102 20 102

4. Administration 31 102 35 958 38 982 44 195 49 103 51 609 53 903

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

- -

-

-

-

-

-

-

Total 255 277 224 701 273 699 349 900 377 846 387 141 415 797

9

Economic classification

Current payments 38 357 40 085 40 591 42 566 49 103 47 647 51 697

Compensation of employees 17 226 11 856 14 166 22 400 20 127 25 038 26 678

Salaries and wages 16 268 10 360 12 611 21 186 20 127 23 679 25 232

Social contributions 958 1 496 1 555 1 214

1 359 1 446

Goods and services 20 686 27 843 25 963 20 166 28 975 22 609 25 019

Of which 1

Agency and support/outsourced services 7 207 7 864 9 286 8 073 8 557 9 037 9 614

Communication 1 240 649 667 850 901 951 1 012

Computer services 23 - - - - - -

Consultants

- 854 266 787 2 337 881 937

Contractors

- - - - - - -

Inventory

319 226 456 700 742 784 834

Lease payments 197 62 257 165 - 185 197

Repairs and maintenance 167 385 793 416 441 466 494

Research and development 261 489 845 700 - - -

Training and staff development 113 577 798 800 848 895 951

Travel and subsistence 2 584 4 171 3 369 3 815 4 044 4 270 4 535

Other

8 575 12 566 9 226 3 860 8 910 4 356 5 613

Depreciation

445 385 462 - - - -

QCTO

-

-

-

-

2 195

-

-

Sale of fixed assets -

-

-

-

-

-

-

Impairments and Adjustments to Fair Value -

-

-

-

-

-

-

Adjustments to Fair value of financial assets -

-

-

-

-

-

-

Impairments to non-financial assets -

-

-

-

-

-

-

10

Interest, dividends and rent on land -

1

-

-

-

-

-

Interest

-

1

-

-

-

-

-

Dividends

-

-

-

-

-

-

-

Rent on land -

-

-

-

-

-

-

Transfers and subsidies 217 092 279 331 243 061 305 705 328 743 339 494 364 100

Employer Grant (SETAs only) 54 936 137 409 62 923 61 826 66 739 65 472 73 636

Other government units - 85 016 - - - - -

National government -

-

-

-

-

-

-

Departmental agencies and accounts -

-

-

-

-

-

-

Provinces

-

-

-

-

-

-

-

Municipalities

-

-

-

-

-

-

-

National Skills Fund - 85 016 - - - - - Public corporations and private enterprises (subsidies and other transfers) - 6 061 9 189 - - - -

Public corporations - - - - - - -

Private enterprises - 6 061 9 189 - - - -

Households and non-government units 54 936 46 332 53 734 61 826 66 739 65 472 73 636

Discretionary Grant (SETAs only) 162 156 141 922 180 138 243 879 262 003 274 022 290 464

Other government units 137 526 141 922 - - - - -

National government 109 824 141 922 - - - - -

Departmental agencies and accounts - - - - - - -

Provinces

27 702 - - - - - -

Municipalities

- - - - - - -

National Skills Fund - - - - - - -

11

Public corporations and private enterprises (subsidies and other transfers) 24 630 - 180 138 243 879 262 004 274 022 290 464

Public corporations - - - 243 879 - - -

Private enterprises -

-

-

-

-

-

-

Households and non government units -

-

-

-

-

-

-

Higher education institutions -

-

-

-

-

-

-

Foreign governments and international organisations

-

-

-

-

-

-

-

Non-profit institutions -

-

-

-

-

-

-

Households

-

-

-

-

-

-

-

Social benefits -

-

-

-

-

-

-

Other transfers to households -

-

-

-

-

-

-

Technical reserves (social security funds only) -

-

-

-

-

-

-

Tax payment

- - - - - - -

Outside shareholders Interest - - - - - - -

Total Expenditure 255 277 224 701 273 699 349 900 377 846 387 141 415 797

12

3.2 Relating expenditure trends to strategic outcome oriented goals

Creditable institutional mechanisms: this goal will be supported through the implementation of the skills planning programme, focus

will be on establishing research capacity and strengthening the sector skills committees. It is expected that the full allocated budget will

be spend ;

Increased professional, vocational, occupational and workplace learning to create decent jobs: This goal will be supported through the

implementation of the skills delivery programme with the focus on addressing the critical skills identified in the updated sector skills

plan. The funding of learnerships, bursary and internship programmes will be prioritised;

Increased skills levels of cooperatives, NGOs, CBOs in support of Land Reform and rural development.: This goal will be supported

through implementation of the skills delivery programme; a renewed focus will be placed on partnership funding and support to rural

structures and youth. Funding will be prioritised for learnership and skills programmes;

Improved Agricultural education and training systems: This goal will be supported through the implementation of the ETQA programme

and a renewed focus of funding will be channelled towards expanding on the RPL programme and towards alignment with the QCTO

processes.

Increased Mandatory grant participation of levy paying employers: This goal will be supported through the implementation of the skills planning programme, a renewed focus will be placed on the induction of new employers and the capacitation of Skills Development Facilitators (SDFs)

Increased participation of Youth in Agriculture: This goal will be supported through the implementation of the skills planning programme focussing on increased participation in career development events

Increased Public sector capacity: This goal will be supported through the implementation of the Administration and Skills Planning programmes, focussing funding on the development of agricultural leaders and strengthening the capacity of board structures.

13

Part B: Programme and sub-programme plans

1. Programme 1: Skills Planning

1.1. Purpose: To ensure that HRD information is available and contribute to skills development planning. This programme aims to

address the challenges of lack of institutional mechanisms that provide credible information and analysis of the supply and demand for

skills, thus informing the skills planning and delivery processes. It also looks at the gap in terms of the capacity to conduct and

coordinate professional research, and the dissemination of information.

The management of mandatory grants will be done through the skills planning department who is ultimately responsible for achieving the

objectives within this programme. Currently AgriSETA has approximately 21 408 registered employers, of which 5 233 pay skills development

levies. The SETA has a total of 2 394 registered SDFs (skills development facilitators) throughout the nine provinces, who are either employed

by companies or work as freelance consultants for one or more companies. Generally, the mandatory grant system and the submission of the

WSPs (workplace skills plans) and ATRs (annual training reports) by companies are working well, at a 73% pay-out rate of mandatory grants.

However, there are some challenges that need to be addressed in order to maximise the effectiveness of this process.

Sub-programme 1.1.: Research

Strategic objective Strategic Plan target

Audited/Actual performance Estimated performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.1.

Establish and maintain a credible mechanism for skills planning and delivery in agricultural sector

To establish and enhance a credible institutional mechanism for skill planning and delivery in the agricultural sector by 2019

- - - 1 system 1 system 1 system 1 system

14

Programme performance indicators Audited/Actual performance Estimated performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.1.1.

Sector skills plans, Annual performance plan and strategic plans updated

1 1 1 1 1 1 1

1.1.2. Research agenda developed and approved No target No target 1 1 1 1 1

1.1.3. Number of SSC committees established and strengthened through capacity building sessions and plenaries.

0 1 7 11 SSCs 2 Capacity building 1 Plenary

11 SSC’s 2 Meet. 1 Plen.

11SSC’S 2 Meet .

1 plen.

11SSC’s 2 Meet. 1 Plen.

Quarterly targets 2017 Quarterly targets for programme performance indicators:

Programme performance indicators Reporting period Annual target 2017 Quarterly targets

1st 2nd 3rd 4th

1.1.1.

Sector skills plans, Annual performance plan and strategic plans updated

Annually 1 1 0 0 0

1.1.2. Research agendas developed and approved

Quarterly 1 0 0 1 0

1.1.3. Number of SSC committees established and strengthened through capacity building sessions and plenaries.

Annually 11 SSC’s 2 Meetings 1 Plenary

0 0 0 11 2 1

15

Sub-programme 1. 2: Reporting Strategic objective Strategic

Plan target


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.2.

Improved management of information and knowledge that is generated within and outside the AgriSETA to enhance performance and inform the overall strategic planning processes

To increase the accessibility of Information and knowledge by 30%

- - - - 30%

increase

30%

increase

30%

increase


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.2.1. Number of internal knowledge exchange sessions No Target No Target

No Target

No Target 4 4 4

1.2.2. Number of performance monitoring sessions facilitated with target holders within AgriSETA

No Target No Target

No Target

No Target 12 reports

12 reports

12 reports

1.2.3.

Maintain a 10% Improvement in the validity of reported information

No Target No Target

No Target

No Target 10% improvement

10% improvement

10% improvement

16

1.2.4. Improve the quality of performance information by 10% through internal workshops and feedback.

No Target No Target

No Target

No Target 10% improvement

10% improvement

10% improvement


Programme performance indicators

Reporting period Annual target 2017 Quarterly targets

1st 2nd 3rd 4th

1.2.1. Number of internal knowledge exchange sessions

Quarterly 4 meetings 1 1 1 1

1.2.2. Number of performance monitoring sessions facilitated with target holders within AgriSETA

Quarterly 12 meetings 3 3 3 3

1.2.3. Maintain a 10% Improvement in the validity of reported information

Quarterly 10% improvement 10% improvement

10% improvement

10% improvement

10% improvement

1.2.4. Improve and maintain the quality of performance information by 10% through internal workshops and feedback.

Quarterly 10% improvement 10% improvement

10% improvement

10% improvement

10% improvement

17

Sub-programme 1.3: Mandatory Grants Strategic objective Strategic

Plan target Audited/Actual performance Estimated

performance 2016/17

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.3

Improved Mandatory Grant Administration

To increase employer access to grant information by 15% to enable the maximum number of enterprises in the sector to participate in the National Skills Development Strategy.

- - - - 15% increase

15% increase

15% increase

Programme performance indicators Audited/Actual performance Estimated performance 2016/17

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.3.1.

Annual revision of the mandatory grant system to improve effectiveness;

No target No target

1 system reviewed

1 system reviewed

1 system reviewed

1 system reviewed

1 system reviewed

1.3.2. An increase in the participation of employers in mandatory grants from 1790 to 1810;

No target No target

380 large firms 470 medium firms 850 small firms





1.3.3. Increasing the payment of mandatory grants to 76% annually,

76% of grants paid

76% of grants paid

76% of grants paid

76% of grants paid

1.3.4. Number of SDF’s trained annually as part of support to employers;

30 40 Not reported

50 SDF’s trained

50 SDFs trained

75 SDFs trained

75 SDFs trained

18




1st 2nd 3rd 4th

1.3.1.

Annual revision of the mandatory grant system to improve effectiveness;

Annually 1 system reviewed and improved

0 0 1 0

1.3.2. An increase in the participation of employers in mandatory grants from 1790 to 1810;

Annually Increase in participation from 1790 to 1810 L-Large employer M-Medium employer S-Small employer

0 410 L 500 M 900 S

0

1.3.3. Increasing the payment of mandatory grants to 76% annually,

Annually 76% of mandatory grants paid

- _ _ 76% of mandatory grants paid

1.3.4. Number of SDF’s trained annually as part of support to employers;

Annually 50 SDF’s trained annually

0 0 50 0

19

Sub programme 1.4. Agricultural leadership capacity



Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.4.

Increase the internal

and external

leadership capacity

to effectively direct

and facilitate the

delivery of sector-

specific

interventions.

To increase leadership skills by 40% to establish sound social partner governance structures and systems.

- - - - 40%

increase

40% increase

40% increase


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.4.1 Number of learners participating in Agricultural leadership development programmes

Not reported

No target 25 40 40 50 70

1.4.2. Number of capacity building programmes for board standing committees;

Not reported

Not reported

0 1 1 1 1


Programme performance indicators Reporting period Annual target 2017

Quarterly targets

1st 2nd 3rd 4th

1.4.1.

Number of learners participating in Agricultural leadership development programmes

Quarterly 40 0 0 40 0

20

1.4.2. Number of capacity building programmes for board standing committees;

Quarterly 1 0 0 1 0

Sub programme 1.5. Public entity partnership development



Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.5.

Increase public sector

capacity for improved

service delivery and to

provide appropriate

support for

agricultural and rural

development

To increase the skills levels of beneficiaries of public sector capacity building programmes by 30%

- - - - 30%

increase

30% increase

30% increase


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

1.5.1 Number of co-funded projects supported through public entities

- - - 8 8 8 8

1.5.2. Number of research projects established - - - 10 10 10 10

1.5.3. Number of partnerships with Public Entities in support of Ministerial Projects

- - - 7 7 7 7

21



Quarterly targets

1st 2nd 3rd 4th

1.5.1 Number of co-funded

projects supported through

public entities

Annually 8 2 2 2 2

1.5.2. Number of research projects

established

Annually 10 - - 5 5

1.5.3. Number of partnerships with

Public Entities in support of

Ministerial Projects

Annually 7 2 2 2 1

1.2. Reconciling performance targets with the Budget and MTEF

Table 1: Programme name: Skills Planning

Sub Programme:

Expenditure outcome R’000

Adjusted appropriation

Medium term expenditure estimate R’000

NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Research 261 489 845 1 495 1 000 1 495 1495

2 Reporting - - - - - - -

3 Mandatory Grants 54 935 46 332 53 734 62 331 66 739 70 058 74121

4 Agricultural leadership capacity - - - 2 257 1 468 1762 1762

5 Public entity partnership development

- - - 10 000 10 018 10 000 8 744

55 196 46 821 54 579 76 083 79 225 83 315 86 122

22

1.3. Performance and expenditure trends

Research

The priority for the research sub-programme within the MTEF for 2017 will be to establish and strengthen internal research capacity

through additional human capital and to re-structure and capacitate the Sector Skills Committee’s to inform the AgriSETA planning

process

Reporting

Within this MTEF the reporting sub-programme will focus on strengthening internal monitoring and verification processes to ensure

that credible and reliable information is reported that further enhancing the SETAs capacity to use internal data for planning purposes

Mandatory Grants

During this MTEF this sub-programme will focus on strengthening data collection through the WSP/ATR process and to increase the

current base of employers participating in the mandatory grant process

Agricultural Leadership capacity

The expenditure focus for this period will be on the development of new and emerging farmers

Public entity partnership development

The expenditure for this reporting period will focus on the establishment of research activities within sub sector committees and to

support Agricultural structures to improve service delivery.

23

2. Programme 2 Skills Delivery

2.1. Purpose: To, through skills development impact on the productivity and profitability of the agricultural sector and to contribute to food security, vibrant entrepreneurship and self-reliance especially for rural economies.

Sub programme 2.1: Professional, Vocational, Occupational and Workplace Learning – Decent Work Strategic objective Strategic


performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

2.1.

Increase non-academic workplace based vocational learning opportunities in the agricultural sector

To increase the efficiency of beneficiaries/learners in the workplace by 30% annually and increase access to learning opportunities by 10% annually

- - - - 30% increase in efficiency 10% increase in access

30% increase in efficiency 10% increase in access

30% increase in efficiency 10% increase in access


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

2.1.1.

Number of learnerships, skills and AET programmes to employed learners and support to commodity organisations;

LS-1371 SP-3616 AET-1477 Com. Orgs - 10

LS-586 SP-399 AET-931 Com. Orgs 20

LS-899 SP-3469 AET-933 Com. Orgs 16

LS-2300 SP-2304 AET -827 Commodity Orgs - 16




2.1.2 Number of employed learners completing learnerships, skills and AET programmes;

LS-962 SP-3455 AET-773

LS-331 SP-413 AET-581

LS-1249 SP-3547 AET-519

LS-No target SP-No Target AET –No Target

LS-1150 SP-1152 AET -425

LS-870 SP-964 AET -425

LS-900 SP-964 AET -425

24

2.1.3. Number of Internship and graduate placement programmes;

INT-418 G.PL 485

INT-285 G.PL 361

INT-268 G.PL 294

INT-300 G.PL 350

INT-365 G.PL 370

INT-350 G.PL 350

INT-350 G.PL 350

2.1.4. Number of Internship and graduate placement programmes completed;

INT- No Target G.PL-No Target

INT-94 G.PL 261

INT-138 G.PL 41

INT-No target G.PL No Target

INT-125 G.PL 138

INT-125 G.PL 138

INT-125 G.PL 138

2.1.5. Number of bursaries to employed and un-employed learners and Artisan Development programmes;

Artisan 131 B(18.1)–87 B(18.2)-187

Artisan 227 B(18.1)–87 B(18.2)-157

Artisan 335 B(18.1)95 B(18.2)- 234

Artisan 210 B(18.1)–100 B(18.2)-200

Artisan 235 B(18.1)–125 B(18.2)-275

Artisan 233 B(18.1)–140 B(18.2)- 250

Artisan 233 B(18.1)–160 B(18.2)- 250

2.1.6. Number of employed and un-employed learners completing bursary and Artisan Development programmes;

Artisan 49 B(18.1)–44 B(18.2)-45

Artisan 113 B(18.1)–10 B(18.2)-5

Artisan175 B(18.1)-Not reported B(18.2)- Not reported

Artisan No target B(18.1)– No target B(18.2)-No target

Artisan 130 B(18.1)–50 B(18.2)-82

Artisan 130 B(18.1)–45 B(18.2)-82

Artisan 130 B(18.1)–50 B(18.2)-82

2.1.7. Number of HIV and Aids DVD’s distributed to

create awareness

Not

reported

570 704 1000 850 1000 1000



Quarterly targets

1st 2nd 3rd 4th

2.1.1.

Number of learnerships, skills and AET programmes to employed learners and support to commodity organisations;

Quarterly LS-2600 SP-2892 AET -850 Com. Org - 20

LS-650 SP-0 AET-0 Com. Org- 0

LS-650 SP-0 AET -283 Com. Org - 8

LS-650 SP-1446 AET -283 Com. Org - 8

LS-650 SP-1446 AET -284 Com. Org – 4

2.1.2 Number of employed learners completing learnerships, skills and AET programmes;

Quarterly LS-1150 SP-1152 AET -425

LS-287 SP-0 AET-0

LS-287 SP-0 AET -0

LS-288 SP-576 AET -212

LS-288 SP-576 AET -213

25

2.1.3. Number of Internship and graduate placement programmes;

Quarterly INT-365 G.PL 370

0 INT-121 GPL 110

INT-122 GPL 150

INT-122 GPL- 110

2.1.4 Number of Internship and graduate placement programmes completed;

Quarterly INT-125 G.PL 138

INT-0 G.PL-0

INT-0 G.PL -0

INT-62 G.PL 69

INT-63 G.PL 69

2.1.5. Number of bursaries to employed and un-employed learners and Artisan Development programmes;

Quarterly B(18.1)–125 B(18.2)-275 Artisan 235

B(18.1)–0 B(18.2)-0 Artisan- 58

B(18.1)–40 B(18.2)-80 Artisan- 59

B(18.1)–40 B(18.2)-115 Artisan- 59

B(18.1)–45 B(18.2)-80 Artisan- 59

2.1.6. Number of employed and un-employed learners completing bursary and Artisan Development programmes;

Quarterly B(18.1)–50 B(18.2)-82 Artisan 130

B(18.1)–0 B(18.2)-0 Artisan 0

B(18.1)–0 B(18.2)-0 Artisan 43

B(18.1)–0 B(18.2)-0 Artisan 43

B(18.1)–50 B(18.2)-82 Artisan 44

2.1.7. Number of HIV and Aids DVD’s

distributed to create awareness

Quarterly 850 0 250 550 50

26

Sub programme 2.2. Rural Development



Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

2.2.

Increased governance and skills levels of NLPE to create stability and an environment for economic growth.

To increase the governance of NLPE’s by 20% and skills levels of beneficiaries with 30% annually.

- - - - 20%

increase in

governance

and 30%

increase in

skills levels

of

unemployed

beneficiaries

20% increase in governance and 30% increase in skills levels of unemployed beneficiaries

20% increase in governance and 30% increase in skills levels of unemployed beneficiaries


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

2.2.1.

Number of Learnership, Skills and mentorship programmes for unemployed learners

LS – 1741 SP – 5189 Mentor’s-Not reported

LS – 797 SP –1821 Mentor’s - 30

LS – 1263 SP –1651 Mentor’s - 24

LS – 1536 SP – 3500 Mentor’s - 25

LS – 1900 SP – 3900 Mentor’s 30

LS – 1536 SP – 3800 Mentor’s- 25

LS – 1536 SP – 3800 Mentor’s - 25

2.2.2.

Number of unemployed learners completing Learnership and Skills programmes

LS – 125 SP – 3104

LS – 22 SP – Not reported

LS – 470 SP –Not reported

LS – No Target SP – No Target

LS – 768 SP – 1750

LS – 760 SP – 2280

LS – 760 SP – 2280

2.2.3. Number of learners entering new venture creation programmes

Not reported

30 50 50 60 70 80

2.2.4. Number of learners completing new venture creation programmes

No target No target 35 35 40 45 50

2.2.5. Number of organisations supported through learnerships and new venture creation programmes in partnership with NGOs, CBOs,

550 241 220 220 220 220 220

27

Co-ops

2.2.6. Number of extension officers to be trained 10 No target 233 50 60 70 80



Quarterly targets

1st 2nd 3rd 4th

2.2.1.

Number of Learnership, Skills and mentorship programmes for unemployed learners

Quarterly LS – 1900 SP – 3900 Mentor’s - 30

LS – 0 SP – 0 Mentor’s- 0

LS – 633 SP – 0 Mentor’s - 5

LS – 633 SP – 1302 Mentor’s - 10

LS – 634 SP – 2598 Mentor’s - 15

2.2.2.

Number of unemployed learners completing Learnership and Skills programmes

Quarterly LS – 768 SP – 1750

LS – 760 SP – 0

LS – 257 SP – 0

LS – 257 SP – 875

LS – 254 SP – 875

2.2.3. Number of learners entering new venture creation programmes

Quarterly 60 People trained

0 10 20 30

2.2.4. Number of learners completing new venture creation programmes

Quarterly 40 0 0 0 40

2.2.5. Number of organisations supported through learnership and new venture creation programmes in partnership with NGOs, CBOs, Co-ops.

Quarterly 220 0 100 100 20

2.2.6. Number of extension officers to be trained

Quarterly 60 0 10 20 30

28

Sub programme 2.3: Youth and Career Development

Strategic objective Strategic

Plan target

Audited/Actual performance Estimated

performance

2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

2.3.

The development of

an integrated

career development

programme

To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development.

- - - - 30% increase in perception

30% increase in perception

30% increase in perception

Programme performance indicators Audited/Actual performance Estimated

performance

2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

2.3.1. The development of an integrated career

development programme

No target No target No

target

No target 1 1 1

2.3.2.

Number of strategic partnerships

established for enhancing the capacity of

youth in agriculture and career

development

No target No target No

target

No target 2 2 2

2.3.3. Number of career exhibitions attended,

schools involved and learners exposed

Expo’s not

reported

16 Expo’s 8 Expo's 15 expo’s 15 x Exhibit. 15 x Exhibit.

15 x Exhibit.

Schools not reported

Schools not

873 x schools

120 x schools

100 Schools 100 Schools

100 Schools

29

reported

Not reported Not reported

5 000 x

learners

exposed

7000 x

learners

exposed

5000x

learners

exposed

5000x

learners

exposed

5000x

learners

exposed


Programme performance

indicators


1st 2nd 3rd 4th

2.3.1. The development of an

integrated career

development programme

Annually 1 0 0 0 1

2.3.2. Number of strategic

partnerships established

for enhancing the capacity

of youth in agriculture and

career development

Annually 2 0 1 1 0

2.3.3. Number of career

exhibitions attended,

schools involved and

learners exposed

Quarterly 15 x Exhibit.

100 Schools

5000x learners exposed

0

0

0

5

35

1500

5

35

1500

5

30

2000

30


Table 2 Programme name: Skills Delivery

PROGRAMME: SKILLS DELIVERY




NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1

Professional, Vocational, Occupational and Workplace Learning – Decent Work 139 362 104 666 137 046 124 363 135 033 137 243 151 435

2 Rural Development 29 617 37 256 43 092 85 154 91 263 91 757 100 933

3 Youth and Career Development

- - - - 3 115 3 115 3 302

168 979 141 922 180 138 209 517 R229 416 R232 115 R255 670


Professional, Vocational, Occupational and Workplace Learning – Decent Work

The Sector Skills Plan for the 2017 period identified the development of higher level skills in the Agricultural sector as critical and

scarce, through Learnerships, Bursaries, internships this programme will provide opportunities for the development of these skills in

the Agricultural sector. This sub programme will ensure that the following Occupations amongst others, are addressed as identified in

the sector skills plan for 2017: Veterinarians, Agricultural scientists, Farm Managers, Agricultural produce inspectors, Agricultural

Engineers, Industrial Machinery Mechanic, Mobile plant operators, operations managers, mixed crop and livestock farm workers,

Research and development Managers and Agricultural consultants, implementation will be through Learnerships, skills, internships and

bursary programmes. The development of numeracy and literacy skills will also be prioritised to improve these basic level skills for

employees.

31

Rural Development

During this MTEF this sub-programme will continue to focus on the strengthening and support to youth and co-operative structures to

improve food security. Through new venture creation programmes and learnerships mentorship skills capacity will be built to mentor

new and up-coming farmers. The development extension services to farming enterprises are seen as a keen initiative to support

farmers and ensure longer term sustainability. The development of agricultural leadership will focus on providing the new and

emerging farmer with the required competencies to increase the knowledge base increasing competitiveness and improving the overall

sustainability of the emerging farming sector. This programme will again in this MTEF leverage on conditional grants to broaden the

AgriSETA’s impact in support to Rural structures.

This sub programme will ensure that the following Occupations amongst others are addressed as identified in the sector skills plan for

2017: Veterinarians, Agricultural scientists, Agricultural produce inspectors, Agricultural Engineers, Industrial Machinery Mechanic,

Mobile plant operators, mixed crop and livestock farm workers, implementation will be through Learnership and skills programmes.

Youth and career development-The priority within this sub-programme is to further expand on career development activities and to

focus on partnerships to implement a integrated career development strategy

32

3. Programme 3: Quality assurance

3.1. Purpose: To ensure that there are sufficient, high quality skills development institutions serving the agricultural sector Strategic objective Strategic


performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

3.1 Improve agricultural education and training systems to be more responsive to the needs of the sector

To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes .

- - - - 30% 30% 30%


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

3.1.1.

Number of AFETs and TVET's supported with capacity building programmes.

No target 12 15 11 11 11 11

3.1.2. Number of occupationally directed qualifications developed;

No target 3 7 6 6 6 6

3.1.3. Number of AQP’s supported through Alignment to the QCTO

No target 0 0 5 AQPs 5 AQPs 5 AQPs 5 AQPs

3.1.4. Number of RPL projects implemented No target 2 6 6 6 6 6

33




1st 2nd 3rd 4th

3.1.1.

Number of AFETs and TVET's supported with capacity building programmes.

Annually 11 Colleges supported

0 4 4 3

3.1.2. Number of occupationally directed qualifications developed;

Annually 6 Qualifications fully developed

0 2 2 2

3.1.3. Number of AQP’s supported through Alignment to the QCTO

Annually 5 AQPs currently supported

0 1 2 2

3.1.4. Number of RPL projects implemented

Annually 6 RPL projects implemented

0 2 2 2

3.2. Reconciling performance targets with the Budget and MTEF Table 3 : Programme name: Quality assurance

Sub PROGRAMME: QUALITY ASSURANCE




NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1

Enhancing agricultural education and training systems to be more responsive to the needs of the sector

8790 8900 20700 20102 20102 20102 20102

8790 8900 20700 20102 20102 20102 20102

34

3.3. Performance and expenditure trends This programme will continue to focus on strengthening the quality assurance function through support to the development of occupational qualifications and the support to assessment quality partners in the implementation of new qualifications, closer participation in the Sector Skills Committees to identify new or emerging occupations will be strengthened. The support to TVET Colleges and Colleges of Agriculture will continue to ensure that the base for learning programme delivery is broadened The recognition of prior learning (RPL) programme will be further expanded to respond to the need of the sector.

4. Programme 4: Administration

4.1. Purpose: To provide strategic leadership, management and support services to AgriSETA. The programme include the Accounting Authority, CEOs office, Corporate Services , Financial Administration; Internal Audit; Risk; Stakeholder Relations, Communication; Information Technology and the Human Resources Department To improve the service delivery of public institutions in the agricultural sector through the following offices:

Accounting Authority: Provides leadership, decision-making strategic direction.

Office of the CEO: Provides leadership, strategic direction, policy development, decision-making support and financial oversight for AgriSETA.

Financial Administration: Provides the department with sound financial services.

Corporate Services: Renders sound human resource management and development, security and information management services.

Stakeholder Relations, Communication and marketing: establishes and strengthens intergovernmental and stakeholder relations, manages communication and marketing services.

Internal audit, provides auditing services to ensure compliance with policies and procedures

Information Technology, provides hardware and software support to AgriSETA

Human Resources department provides Human capital support for AgriSETA to deliver on its mandate

35

Sub programme 1: Finance Strategic objective Strategic


performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.1 To manage AgriSETA finances in alignment with PMFA and National Treasury guidelines

To reduce the internal control deficiencies reported in the previous AG report by 10%.

- - - - 10% reduction

10% reduction

10% reduction


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.1.1.

Percentage of budget variances and adjustments reduced

No target No target No target No target 10% 20% 30%

4.1.2. 100% of invoices processed within PMFA guidelines


4.1.3. All service providers procured and managed within National Treasury guidelines


4.1.4. 30% Reduction in asset register variances No target No target No target No target 30% 50% 70%

4.1.5. Collection rate of 90% of provincial levies No target No target No target No target 90% 90% 90%



1st 2nd 3rd 4th

4.1.1.

Percentage of budget variances and adjustments reduced

Annually 10% reduction - - - 10%

36

4.1.2. 100% of invoices processed within PMFA guidelines

Monthly 100% invoices processed in compliance with PMFA regulations

100% 100% 100% 100%

4.1.3. All service providers procured within National Treasury guidelines

Monthly 100% of service providers

100% 100% 100% 100%

4.1.4. 30% Reduction in asset register variances

Quarterly 30% reduction 30% 30% 30% 30%

4.1.5. Collection rate of 90% of provincial levies

Annually 90% collection rate of provincial levies

0 0 0 90%

Sub programme 2: Governance Strategic objective Strategic


performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.2.

To provide strategic direction and oversight to AgriSETA for effective and direct facilitation of interventions in achievement of the organisational goals

To improve the governance function of the board by 15% annually

- - - - 15% improvement of governance function

15% improvement of governance function

15% improvement of governance function

37


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.2.1. Number of board meetings Not reported

Not reported

4 4 4 4 4

4.2.2 Number of board sub-committee meetings 4 4 4 4 4

4.2.3. 10% increase in the quality of the information that the board receive from board sub-committees

Not reported

Not reported

Not reported

- 10% increase in quality

10% increase in quality

10% increase in quality



1st 2nd 3rd 4th

4.2.1. Number of board meetings Annually 4 1 1 1 1

4.2.2 Number of board sub-committee meetings

Annually 4 1 1 1 1

4.2.3. 10% increase in the quality of the information that the board receive from board sub-committees

Annually 10% increase in quality

- - - 10% increase in quality

38

Sub programme 3 : Information Technology Strategic objective Strategic


performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.3. Provision of a hard and software solution to AgriSETA

To increase the responsiveness of the ICT solution by 10% annually

- - - - 10% increase

10% increase

10% increase


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.3.1. 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report.

- - - - 90% resolved in 24 hours

90% resolved in 24 hours

90% resolved in 24 hours

4.3.2. ICT solution reviewed annually - - - - 1 1 1



1st 2nd 3rd 4th

4.3.1 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report.

Annually 90% of queries resolved

90% of queries resolved




4.3.2 ICT solution reviewed annually Annually 1 0 0 1 0

39

Sub programme 4: Human Resources Strategic objective Strategic


performance 2016

Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.4. Provision of Human Capital support to AgriSETA

To increase and maintain the level of employee satisfaction to 80% annually

- - - - 80% satisfaction

80% satisfaction

80% satisfaction


Medium-term targets

2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

4.4.1. 90% of employees participate in further career development

- - - 90% 90% 90% 90%

4.4.2. 90% of vacant positions filled - - - 90% 90% 90% 90%

4.4.3. All employees sign performance contracts annually

53 53 53 53



Quarterly targets

1st 2nd 3rd 4th

4.4.1. 90% of employees participate in further career development

Annually 90% - - - 90%

4.4.2. 90% of vacant positions filled Quarterly 90% 90% of vacant positions filled

90% of vacant positions filled



4.4.3. All employees sign performance contracts annually

Annually 53 53 - - -

40


Table 4: Programme name: Administration

Sub Programme: Expenditure outcome

R’000 Adjusted appropriation


NO DESCRIPTION 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1 Finance 14 361 17 894 19 030 19 638 18 638 19 638 19 638

2 Governance 2 093 2 192 2 620 2 637 3 081 3 635 4 289

3 *Information Technology

3 572 3 512 4 511 183 193 204.6 216.87

4 Human Resources 10 403 11 856 12 625 18 621 23 744 25 038 26 678

5.

#Youth and Career Development

673 774 196 3 115 - - -

*Outsourced function 31 102 35 958 38 982 44 195 49 103 51 609 53 903

# Moved to Skills Delivery


Finance-During this MTEF this sub-programme will focus on the implementation of the new SCM guidelines

Governance- This sub-programme will focus on the continuous development of board sub committees and structures

*Information Technology-The management and storage of information will be prioritised through the maintenance of infrastructure and the continuous improvement of information systems

Human Resources-The retention of talent and human capital will be prioritised in this MTEF in light of the new SETA landscape. The management and measurement of performance will also be prioritised through the implementation of a new performance management system.

41

Part C: Links to other plans

5. Links to the long-term infrastructure and other capital plans

No Long term infrastructure or capital plans

6. Conditional grants

The AgriSETA’s levy base is relatively small in relation to the need expressed for funding of learning interventions annually. The cross subsidization of capacity building programmes and the collaborative approach taken by AgriSETA broadens the impact of projects. The table below reflects the conditional grants currently active:

No. Name of Grant Purpose Performance Indicator

Continuation Motivation

1 National Skills Funds

Provide skills to land reform beneficiaries and cooperatives

-2000 governance skills programmes -750 learnerships -2000 technical skills programmes

Yes Rural development remain a government imperative and provision of skills is key towards attainment of this goal.

2 Extended Public Works Programme

Provide skills to participants of the EPWP programme

-2700 skills programmes -120 learnerships

No Project was responsive to a need identified such was addressed through this intervention.

3 Department of Labour (UIF)

Provision of skills to cooperatives and UIF beneficiaries and providing Training Lay-off support to distressed employers

4000 Skills Programmes

Yes The current economic conditions in the sector (drought and climate change) severely affected most farmers and the request for relieve through TLS is dire, the number of UIF

42

beneficiaries to be assisted through skills development is still huge.

6.2. Public entities

No. Name of Public Entity Mandate Output Current Annual Budget

Date of Evaluation

1 EC Department of Agriculture

Agriculture Development

Training, infrastructure support, and linkages.

R1 080 000 Annually-March 2017

2 EC Provincial Shared Service Centre

Rural Development



3 Chris Hani Cooperative Development Centre

Cooperative Development



4 National Department of Rural Development and Land Reform

Rural Development



5 National Department of Small Businesses

Small Business Development


R 1 200 000

Annually-March 2017

6 EC Entrepreneurship Incubation Centre

Entrepreneurship Development


R 900 000 Annually-March 2017

7 KZN Department of Agriculture

Agriculture Development



8 KZN Shared Service Centre

Rural Development



43

7. Public entities

AgriSETA recognises the importance of partnerships to achieve implementation of the Sector

strategy. Over a number of years the SETA has worked with various sector stakeholders to

implement skills development projects. Some projects are of a short term nature, but many have

developed into medium term collaborations that have organically evolved into more meaningful

longer term partnerships. This section is in two parts: the one dealing with existing partnerships,

setting out their focus and scope; the second setting out a strategy for the development of new

partnerships during the period 2015-2020.

7.1. Current partnerships

Department of Rural Development and Land Reform (DRDLR)

The partnership with DRDLR has two components, land reform and youth. The DRDLR and the

AgriSETA partnered in 2010 to identify the beneficiaries of land reform who might be supported to

establish viable agri-businesses on their newly acquired land. The NSF was approached and provided

R44m. The SETA allocated R20 million. Training has been provided and continues to be provided to

Communal Property Associations (CPAs). Training was provided on governance as well as plant and

animal production. Mentoring has also been arranged. Funding is in place to 2016. It is the intention

of the SETA to apply for more funds. However such an application is not guaranteed and so

discussions will be held with DRDLR to discuss how such training to land reform beneficiaries can be

sustained in future.

Youth

The National Rural Youth Service Corps (NARYSEC) has as its focus to develop rural youth. In a joint

project some 470 young people have been provided access to agricultural training. This is an

important project as it aims to motivate and incentivise young people to work on the land and

thereby have a stake in their rural communities rather than gravitate to the towns. It is unclear at

this stage how successful the project has been. On the basis of a review the DRDLR and the SETA will

determine whether to take the project forward in the longer term.

Department of Agriculture, Forestry and Fisheries (DAFF)

The DAFF and AgriSETA have a partnership that is centred around the project Farm Together which

supports agricultural cooperative development. The focus of the training is on governance, which

means that the DRDLR also supports the project as it expands the number of land reform

beneficiaries receiving such training via the NSF project. DAFF and DRDLR have provided the farms

and projects, whist the SETA provides and quality assures the training. 456 groups (coops and CPAs)

and 2280 individual cooperative members were trained in the year 2012-2013. In addition to this

work there is another long term project with DAFF that focuses on the development and training of

extension officers. This is funded from ring-fenced skills development funds within DAFF.

KZN Department of Agriculture

The Department of Agriculture in KZN and the SETA have partnered in the delivery of skills

development to a number of agricultural cooperatives. The focus has been on some of the larger

cooperatives. One has 27 workers, others have less. There are 84 workers and members being

44

trained in all. The training is in a learnership – in plant production, animals, horticulture, mixed

farming systems, and poultry. The qualifications are mainly level 1 and 2. More recently it has been

agreed to start at level 2 and above so as to address scarce skills. The aim is to take people beyond

the basic technical skills needed to become effective in farm management. Those targeted (for farm

management) will start at level 3 with technical skills, and then engage in level 4 and 5 management

programmes. If this project is viewed as successful it could be replicated in other provinces and

expanded.

Gert Sibande TVET College

Currently, the AgriSETA provides funding to Gert Sibande TVET College.

7.2. Planned Partnerships

Agricultural and TVET colleges

Whilst there is no formal partnership in place, there has been a strategy developed in the sector and

which informs a range of projects that need to be developed into a formal set of partnerships. The

strategy is one of building the capabilities of the 12 Agricultural Colleges to deliver occupational

qualifications to the sector. These colleges are in the process of being transferred from DAFF to

DHET. There are a number of challenges that need to be addressed including funding models for

programmes required in the sector, neglected infrastructure and equipment and the difficulty in

establishing long term plans during a transitional period. The establishment of a formal partnership

requires engagement with both the Departments (DAFF and DHET) and the SETA will initiate these

discussions. It also requires engagement with the CEOs of the colleges and their umbrella body the

Association of Principals for Agricultural Colleges (APAC).

Working with the 11 colleges does not imply a neglect of either TVET colleges or universities but

rather an acceptance that there are specialist colleges that have their own working farms and a long

tradition of developing farm managers, and that this sector resource must be valued and retained.

The SETA will work with universities to provide support to the 11 colleges and with the TVET colleges

to identify learners in agricultural programmes who can be drawn into Agricultural college

programmes and work experience opportunities. Certain public TVET colleges that have invested in

farms and trainers will also be partnered, but there are few (such as the Waterberg College).

There are a number of components of the planned partnership with Agricultural colleges, interested

universities and selected TVET colleges. These are:

Developing a model of career-pathing between TVET and university. This is being piloted

between Waterberg TVET college and the University of Limpopo where 30 learners are being

assisted through an articulation and career path programme that takes them from FET level

college programmes to university farm management programmes. If the pilot is effective it could

be the basis of a longer term partnership and could be replicated in other areas of the country.

There is a similar pilot with the University of Mpumalanga to assist the learners who were in the

agricultural colleges to get into university. The focus is farmer development programmes -

45

develop a person who can do farming. Traditionally the Agricultural colleges were playing that

role but have lost capacity. The aim is to forge partnerships that will re-establish the colleges as

suppliers of farm and agri-business managers and technicians.

Another pilot is for RPL with Glen College of Agriculture (Free State). Ten learners are being put

through an RPL process. The SETA has developed tools, identified advisors and mentors and has

done work with the college on qualification. This is currently for a level 1 plant production

programme but could be expanded to other qualifications and extended to other colleges. The

aim is to support agricultural workers to gain higher level skills by recognising existing skills and

experience and enabling them to access higher level programmes.

Capacity building of lecturers. The SETA supports lecturers to attend university-based educator

programmes - advanced courses, training competence, Masters degrees, etc. There will also be a

need to expand the opportunities for lecturers to include real work experience in established

agri-businesses.

The SETA assists the colleges with learning material, curriculum and the alignment of

programmes to the needs of local agri-businesses. Local needs can vary from goat farming in

parts of the Eastern Cape to Sugar in KZN and fruit growing in the Western Cape. It is important

to develop the capacity of colleges in line with the industry needs in the locality.

Mentoring and other interventions. In some colleges there is the capacity to provide mentoring

services and colleges can participate if that capacity is in place.

Support to local cooperatives as part of Farm Together. Establishing the colleges to support

cooperative farm managers rather than focusing entirely on lower level technical skills.

Working with industry bodies to identify agri-businesses and commodity associations to sit on

governance structures. Part of rebuilding Agricultural College capacity will be to strengthen their

boards and governance.

Mentoring partnerships

One of the key strategic interventions of the AgriSETA is to incentivise mentoring of emergent

agribusinesses and farms by established businesses in the sector. This has been very successful

where it has been put in place. There are a number of companies and institutions that have been

effective in the delivery of mentoring and it may be sensible for the SETA to enter into longer term

partnerships so as to build sustainable networks of support to emergent farmers.

SETA partnerships

The AgriSETA is committed to supporting skills development along value chains. The intention is to

ensure that not only is there capacity built in the sector but that the broader rural economy

(including non-agricultural industries and services are also strengthened. There is a need for various

government programmes to support each other and support local economic development. If skills

development support from the AgriSETA is aligned to other interventions a wider and more

substantial impact could be achieved. During the next five years AgriSETA will aspire to engage a

number of SETAs in areas of common interest such as:

46

Foodbev: There are a number of secondary agricultural industries that share skills needs with

industries located in the food and beverages sector. There are overlaps in relation to produces in

the citrus fruit and wine industries and a need to develop a set of skills interventions that

recognised the need for a more coordinated approach to beneficiation (i.e. the production of

fruit products from fruit).

FPM SETA: The FPM SETA is engaged with Forestry, a responsibility of DAFF. There are common

skills needs between Agriculture and Forestry, including the need for effective extension

services. The two SETAs need to work together on such services. There are a number of

secondary production processes that fall between the two SETAs, including leather, hemp,

cotton, and new industries such as the Eastern Cape goats hair initiative. A joint approach is

needed to work in these industries, so as to maximise the potential for job creation.

W&R SETA: In working with cooperatives one of the most difficult challenges is access to

markets. The logical market is supermarkets located in the Wholesale and Retail sector. There is

a trend of established farmers supplying supermarkets directly and forming direct relationships

rather than trading through intermediaries. A partnership approach whereby cooperatives

contracted to supply produce to a supermarket is provided with training from AgriSETA needs to

be explored.

H&W SETA: A serious skills shortage in the sector is animal health. Many qualified Vets are

located in towns and equity is a challenge. Veterinary schools are located in the H&W sector.

The needs of animals are most keenly understood in the Agri sector. The SETAs need to focus on

not only vets, but also animal health technicians and nurses. The partnership could include para-

professionals.

Green Industry Partnership

There will be research conducted as part of the revision of the current Sector Skills Plan to identify

new industries that need to be supported with skills development. This is in line with the SETA’s

commitment to not only support established businesses but to help nurture new ones. Some of the

industries might be categorised as Green Industries or industries responding to market changes

emanating from the sustainable development policies and strategies being pursued. One possible

set of industries involves organic farms. This type pf farming has the potential to expand local

produce for local markets and to expand employment beyond traditional farming businesses.

AgriSETA will explore possible partnerships to provide support on a sustainable basis to viable Green

business initiative that show potential for job creation.

7.3. Partnership-related challenges

There are a number of challenges that have been experienced in establishing and or maintaining the

current partnerships referred to above. The first relates to levels of bureaucracy internally that can

disrupt and hinder project initiation and delivery. A second challenge relates to limited AgriSETA

project management staff that puts strain on existing capacity. Finally, adequate funding to ensure

project sustainability beyond the life cycle of the project is challenging.

47

The AgriSETA is involved in a number of key partnerships linked to skills development for land

reform beneficiaries, youth skills development in rural areas and the development of agricultural

cooperatives. Key, planned partnerships include increased collaboration and joint initiatives with

other SETAs such as FoodBev as part of a coordinated approach to beneficiation across the value

chain. There are also pilot projects being initiated in Recognition of Prior Learning (RPL) at Glen

College in the Free State and one on articulation between Waterberg TVET College and the

University of Limpopo.

8. Public-private partnerships

No partnership exist with a public entity

48

Annexure A: Technical Indicator Descriptor

49

Programme 1 Skills Planning Sub-programme 1.1.: Research

Indicator title To establish and enhance a credible institutional mechanism for skill planning and delivery in the agricultural sector by 2019

Short definition The institutional mechanism that will be used to generate credible information for skills planning

Purpose/importance The use of a credible mechanism will ensure that data used can be verified and is a true reflection of the sector

Source/collection of data 1 information system updated annually

Method of Calculation Count

Data limitations Availability of mechanism

Type of indicator Output

Calculation type Non-Cumulative

Reporting cycle Annually

New Indicator Yes

Desired Performance 1 updated mechanism available annually

Indicator Responsibility Skills Planning Manager

Indicator title Sector skills plans, Annual performance plan and strategic plans updated

Short definition SSP, APP developed SP updated

Purpose/importance Commissioned intelligence gathering and research projects conducted effectively

Source/collection of data Sector Skills plan, Annual Performance plan and Strategic Plan updated

Method of Calculation Document count

Data limitations Validity of research information

Type of indicator Input



New Indicator No

Desired Performance 1 SSP to be submitted, 1 August 2016, final SSP to be submitted 31 August, 1 App 30 August, 1 SP


Indicator title Research agenda developed and approved

Short definition Research agenda


Source/collection of data Research agenda

Method of Calculation Document count

Data limitations Document approval




New Indicator No

Desired Performance 1 Research agenda


50

Indicator title Number of SSC committees established and strengthened through capacity building sessions and plenaries.

Short definition Number of meetings and discussions gatherings towards strengthening SSC

Purpose/importance SSC mobilisation in preparation of the re-launch and establishment

Source/collection of data Meeting minutes

Method of Calculation Attendance registers

Data limitations Well designed and fit for purpose score carding instruments


Calculation type Cumulative


New Indicator No

Desired Performance 11 SSCs established, 2 Capacity building, 1 Plenary

Indicator Responsibility Skill Planning Manager

Sub-programme: 1.2 Reporting

Indicator title To increase the accessibility of Information and knowledge by 30% annually

Short definition Increase accessibility of Information and knowledge by sharing information internally with employees.

Purpose/importance The sharing of information is critical to ensure that all departments in AgriSETA understand the underlying dynamics of the sector

Source/collection of data Survey distributed to employees of AgriSETA

Method of Calculation The outcome of the survey will be used to determine the baseline and increase in accessibility of information

Data limitations The accurate completion of surveys

Type of indicator Impact



New Indicator Yes

Desired Performance 30% increase in the accessibility of information

Indicator Responsibility Skills Planning - Manager

51

Indicator title Number of internal knowledge exchange sessions

Short definition Information that is generated will be shared with all staff

Purpose/importance To ensure that all target owners are made aware of skills drivers and dynamics of the sector

Source/collection of data Minutes/attendance registers of meetings

Method of Calculation Number of information sharing sessions

Data limitations The availability of staff


Calculation type Cumulative quarterly

Reporting cycle Quarterly

New Indicator Yes

Desired Performance 4 meetings annually


Indicator title Number of performance monitoring sessions facilitated with target holders within AgriSETA

Short definition Feedback on overall performance against APP targets

Purpose/importance To make target owners aware of performance levels

Source/collection of data Signed off monthly performance

Method of Calculation Number of performance monitoring sessions held

Data limitations Availability of data




New Indicator Yes

Desired Performance 12 Performance monitoring interventions

Indicator Responsibility Reporting coordinator

Indicator title Maintain a 10% improvement in the validity of reported information

Short definition The verification of reported data to ensure that it’s relevant and accurate

Purpose/importance The accuracy of data reflected in reported performance can influence an audit opinion

Source/collection of data Quarterly verification reports by DHET

Method of Calculation Internal audit report indicate an reduction of 10% in findings related to variances in reported performance if compared to the previous quarters report

Data limitations Availability of reports




New Indicator Yes

Desired Performance 10% improvement in validity


52

Indicator title Improve and maintain the quality of performance information by 10% through internal workshops and feedback.

Short definition The quality of evidence presented is improved

Purpose/importance The availability of evidence that is aligned to the DHET standards is critical to ensure that performance claims are backed up by evidence of the correct standard

Source/collection of data Internal audit reports

Method of Calculation Internal audit report indicate an improvement of 10% quarterly in findings related to the quality of information if compared to the previous quarters report

Data limitations Availability of reports




New Indicator Yes

Desired Performance 10% improvement in Quality


Sub programme 1.3: Mandatory grant management

Indicator title To increase employer access to grant information by 15% to enable the maximum number of enterprises in the sector to participate in the National Skills Development Strategy

Short definition To increase employer access to grant information by 15% to enable the maximum number of enterprises in the sector to participate in the National Skills Development Strategy

Purpose/importance The increase in employer access to mandatory grants will mean an increase in the training and development of employees.

Source/collection of data Surveys completed by employers

Method of Calculation Completed surveys will indicate that employers find information more accessible if compared with the corresponding period last year.

Data limitations Availability of completed surveys


Calculation type Non- Cumulative


New Indicator Yes

Desired Performance Employers indicate a 15% increase in access to information annually


53

Indicator title Annual revision of the mandatory grant system to improve effectiveness;

Short definition Revision of mandatory grant system

Purpose/importance To increase the effectiveness of mandatory grant submissions and quality of data

Source/collection of data System upgrade report

Method of Calculation The availability of upgrade report

Data limitations Availability of report

Type of indicator Output – completing accredited relevant training

Calculation type Cumulative for the year


New Indicator Yes

Desired Performance Annually updated mandatory grant system


Indicator title An increase in the participation of employers in mandatory grants from 1790 to 1810;

Short definition Annual increase in participation into Mandatory grants

Purpose/importance Continuous increase in employer participation will ensure an increase in beneficiation of training

Source/collection of data WSP submissions

Method of Calculation Increase in the number of new WSPs submitted





New Indicator No

Desired Performance Increase in participation from 1790 to 1810 Large employers 410 M-Medium employer 500 S-Small employer 900


Indicator title Increasing the payment of mandatory grants to 76% annually,

Short definition The payment of at least 76% of mandatory grants back to employers

Purpose/importance Payment of mandatory grants in fulfilment of skills levies act and to increase participation in training activities

Source/collection of data Mandatory grant payment schedule

Method of Calculation The percentage of levies paid calculated from the 20% of levies received

Data limitations Submissions of correct supporting evidence from SDFs




New Indicator No

Desired Performance 76% payment rate of mandatory grants paid


54

Indicator title Number of SDF’s trained annually as part of support to employers

Short definition The total number of SDF’s trained to assist in the process of Mandatory Grants

Purpose/importance Properly trained SDF’s will improve the quality of WSP/ATR submissions

Source/collection of data Number of SDF Learners who complete training

Method of Calculation The number of training a learner attends and completes will be counted once

Data limitations Registers will need to be verified for 100% attendance and completion proof.




New Indicator No

Desired Performance 50 SDF’s trained


Sub programme 1.4: Agricultural leadership capacity

Indicator title To increase leadership skills by 40% to establish sound social partner governance structures and systems

Short definition To increase leadership skills of beneficiaries by 40% to establish sound social partner governance structures and systems

Purpose/importance The leadership capacity of structures within AgriSETA and within the Agricultural sector is important for the successful implementation of initiatives.

Source/collection of data Survey completed by beneficiaries of interventions

Method of Calculation Surveys completed indicate an increase of 40% in the leadership skills of beneficiaries.

Data limitations Accurate completion of surveys




New Indicator Yes

Desired Performance 40% increase in leadership skills levels


55

Indicator title Number of learners participating in Agricultural leadership development programmes

Short definition The total number of staff in leadership position actually attending and completing an accredited training.

Purpose/importance This is indicated to show the total number of staff in leadership position taken for accredited training

Source/collection of data Invitations or enrolments to such programs or attendance registers and/or certificates of completion or attendance , agenda & minutes where applicable

Method of Calculation Each program will be counted once with its total number of participants from the leadership team.

Data limitations Registers will need to be verified for 100% attendance

Type of indicator Outcome- with specific focus on completion of program



New Indicator No

Desired Performance 40 Agri leaders will be trained across the value chain


Indicator title Number of capacity building programmes for board standing committees

Short definition Number and frequency of programs to be conducted for the Board including the sub-committees of the Board on governance issues

Purpose/importance Tracks programs conducted and attended by the Board and/or its sub-committees so that they can even deliver better on their fiduciary duties and general responsibilities


Method of Calculation Each program will be counted once with its total number of participants from the Board and its sub-committees

Data limitations It is expected that at least 50% of the Board members or sub-committees attend each counted program




New Indicator No

Desired Performance Provide capacity to board standing Committees. Target 1 programme

Indicator Responsibility Office of the CEO (fully assisted by the Operations Department)

56

Sub programme 1.5: Public entity partnership development

Indicator title To increase the skills levels of beneficiaries of public sector capacity building programmes by 30%

Short definition To increase the skills levels of beneficiaries of public sector capacity building programmes by 30%

Purpose/importance The cross sectorial nature of Agriculture makes the collaboration with other public sector partners critical

Source/collection of data Survey completed by beneficiaries

Method of Calculation Respondents indicate an increase in their skills levels of 30% if compared with their skills levels before the intervention

Data limitations Accurate completed surveys




New Indicator Yes

Desired Performance 30% increase in skills levels

Indicator Responsibility Skills Delivery Manager

Indicator title Number of co-funded projects supported through public entities

Short definition Number of projects with public entities

Purpose/importance Support to public entities through the implementation of learning programmes will strengthen their ability to deliver services

Source/collection of data Skills delivery

Method of Calculation SLA count

Data limitations Signed contracts




New Indicator No

Desired Performance 8 projects

Indicator Responsibility Skills Delivery Manager

Indicator title Number of research projects established

Short definition Research projects


Source/collection of data Research agreement


Data limitations Contract availability




New Indicator No

Desired Performance 10 research projects


57

Indicator title Number of partnerships with Public Entities in support of Ministerial Projects

Short definition Projects with public entities

Purpose/importance Co-funded projects broadens the impact of funding and strengthens the mandate of the SETA in support of ministerial projects

Source/collection of data Agreements signed


Data limitations Contract availability




New Indicator No

Desired Performance 7 projects supported


Programme 2: Skills delivery

Sub programme 2.1: Professional, Vocational, Occupational and Workplace Learning – Decent

Work

Indicator title To increase the efficiency of beneficiaries/learners in the workplace by 30% annually and increase access to learning opportunities by 10% annually

Short definition To increase the efficiency of beneficiaries/learners in the workplace by 30% annually and increase access to learning opportunities by 10% annually

Purpose/importance The impact of learning interventions is important in terms of ROI and the continuous increase of access to PIVOTAL initiatives to address the skills shortage in the sector.

Source/collection of data Surveys completed by employers and data from MIS system

Method of Calculation Employers indicate an increase in worker efficiency of 40% if compared to before the intervention and an increase of 10% in learners registering for PIVOTAL initiatives compared to the same period last year

Data limitations Accurate completion of surveys and accuracy of data


Calculation type Non- Cumulative


New Indicator Yes

Desired Performance 30% increase in worker efficiency and 10% increase in learner access

Indicator Responsibility Skills Delivery - Manager

58

Indicator title Number of learnerships, skills and AET programmes to employed learners and support to commodity organisations

Short definition Intensify work-based vocational learning

Purpose/importance Learnerships are a means to improve productivity in the workplace

Source/collection of data Learner entered and completed data recorded on the MIS

Method of Calculation Number of learners entered and number counted

Data limitations Completeness of feedback forms/learner data forms provided by provider and/or employer




New Indicator No

Desired Performance Learnerships 2600 Skills Programmes 2892, AET -850, Commodity Organisations - 20


Indicator title Number of employed learners completing learnerships, skills and AET programmes;

Short definition Intensify work-based vocational learning

Purpose/importance Learning programmes to employed learners are a means to improve productivity in the workplace

Source/collection of data Learner completed data recorded on the MIS

Method of Calculation Number of learners completed counted

Data limitations Completeness of evidence of completions




New Indicator No

Desired Performance The completion target is Learnerships 1150 Skills Programmes 1152, AET -425


59

Indicator title Number of Internship and graduate placement programmes

Short definition Internships and graduate placement of TVET and Agricultural Colleges

Purpose/importance To provide necessary workplace experience to the graduates preparing them for workplace.

Source/collection of data Learner entered on the MIS and all the DG and Learners agreements

Method of Calculation Number of learners entered counted





New Indicator No

Desired Performance Internship (365) and Graduate Placement (370)


Indicator title Number of Internship and graduate placement programmes completed

Short definition Internships and graduate placement of University, TVET and Agricultural College graduates

Purpose/importance To provide necessary workplace experience to the graduates preparing them for workplace.

Source/collection of data Learners completed data recorded on the MIS


Data limitations Completeness of evidence provided by provider and/or employer




New Indicator No

Desired Performance Internship (125) and Graduate Placement (138)


Indicator title Number of bursaries to employed and un-employed learners and Artisan Development programmes

Short definition Promoting furthering of education by making funding available

Purpose/importance Lack of funding in most cases prevents one from furthering education, this is to assist youth to access further education, South Africa's artisans are aging and there is a general shortage - the development of artisans via the apprenticeship route is prioritised by NSDS III.

Source/collection of data Bursaries and apprenticeship contracts entered into

Method of Calculation Collecting and counting of bursary and apprentice agreements

Data limitations Completeness of feedback forms/learner data forms and agreements and transcripts




New Indicator No

Desired Performance Bursaries target Employed 18.1 (125) and Unemployed 18.2 (275), Artisan Development (235)


60

Indicator title Number of employed and un-employed learners completing bursary and Artisan Development programmes;

Short definition Promoting furthering of education by making funding available

Purpose/importance Lack of funding in most cases prevents one from furthering education, this is to assist youth to access further education, South Africa's artisans are aging and there is a general shortage - the development of artisans via the apprenticeship route is prioritised by NSDS III.

Source/collection of data Number of employed and un-employed learners completing bursary and Artisan Development programmes

Method of Calculation Collecting and counting of bursary and apprentice completions

Data limitations Completeness of evidence from employers/training providers




New Indicator No

Desired Performance Bursaries Employed 18.1 (38) and Unemployed 18.2 (82), Artisan Development (130)


Indicator title Number of HIV and Aids DVD’s distributed to create awareness

Short definition To further awareness on HIV/AIDS prevalence & Infection by producing HIV DVD educational material

Purpose/importance To further awareness on HIV/AIDS prevalence &Infection by producing HIV DVD educational material

Source/collection of data Material produced (DVDs)

Method of Calculation Number of DVDs produced

Data limitations Effectiveness and quality of the DVDs




New Indicator No

Desired Performance Distribute 850 DVDs

Indicator Responsibility Marketing coordinator

61

Sub-programme 2.2. Rural Development

Indicator title To increase the governance of NLPE’s by 20% and skills levels of beneficiaries with 30% annually

Short definition To increase the governance of NLPE’s by 20% and skills levels of beneficiaries with 30% annually

Purpose/importance The governance and skills levels of NLPE is crucial to address Land Reform and food security

Source/collection of data Surveys completed by beneficiaries of training interventions

Method of Calculation Respondents indicate an improvement of 20% in terms of governance of NLPE and an improvement of 30% in their skills levels if compared to before the intervention.





New Indicator Yes

Desired Performance Improvement of 20% in terms of governance and 30% in terms of skills levels of beneficiaries


Indicator title Number of Learnership, Skills and mentorship programmes for unemployed learners

Short definition Intensify occupational learning

Purpose/importance Occupational learning as a means to improve productivity in the workplace

Source/collection of data Learner entered and completed data recorded on the MIS

Method of Calculation Number of learners entered counted





New Indicator No

Desired Performance LS (1900); SP (3900) and Mentorship (30)


62

Indicator title Number of unemployed learners completing Learnership and Skills programmes

Short definition Intensify occupational learning

Purpose/importance Occupational learning as a means to improve productivity in the workplace

Source/collection of data Learner completed data recorded on the MIS


Data limitations Completeness of evidence submitted by provider and/or employer




New Indicator No

Desired Performance LS (768); SP (1750)


Indicator title No of people to be trained in NVC

Short definition Provision of training on new venture creation programs

Purpose/importance Support and provision of training to NVC in the form of training learners

Source/collection of data Learner entered and completed data recorded on the MIS and DG Contracts

Method of Calculation Number of org and learners entered and number of learners completed counted from NVC





New Indicator No

Desired Performance Target 60 people


Indicator title Number of learners completing new venture creation programmes

Short definition Completion of training on new venture creation programs

Purpose/importance Support and provision of training to NVC in the form of training learners will assist in developing entrepreneurial training

Source/collection of data Learner completed data recorded on the MIS and DG Contracts

Method of Calculation Number of learners completed counted from NVC





New Indicator No

Desired Performance Target 40 people


63

Indicator title Number of organisations supported through learnerships and new venture creation programmes in partnership with NGOs, CBOs, Co-ops

Short definition Provision of support to NGO and CBO

Purpose/importance Provision of support to NGO and CBO

Source/collection of data DG contracts entered to support such organisations

Method of Calculation Verifying the DG contracts stipulating support to such organisation





New Indicator No

Desired Performance 220 NLPE (Cooperatives, Small Business, NGOs and CBOs)supported through learnerships


Indicator title Number of extension officers to be trained

Short definition The total number of Extension Officers enrolled on accredited training and completing.

Purpose/importance The indicators shows how many accredited training programs the Extension Officers are enrolled and completing.


Method of Calculation Each program will be counted once with its total number of participants from the leadership team

Data limitations Registers will need to be verified for 100% attendance




New Indicator No

Desired Performance 60 extension officers to be trained


64

Sub programme 2.3: Youth and Career Development

Indicator title To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development

Short definition To change the perception of agriculture as a career by 30% by exposing youth to opportunities in agriculture and rural development

Purpose/importance The introduction of Agriculture as a career will increase the participation of youth to the sector

Source/collection of data Surveys completed

Method of Calculation 30% more respondents indicate that they will consider Agriculture as a career if compared with their perception before the intervention.





New Indicator Yes

Desired Performance 30% more respondents will consider Agriculture as career

Indicator Responsibility Marketing Co-ordinator

Indicator title The development of an integrated career development programme

Short definition Career development programme integrating all sectors within AgriSETA

Purpose/importance The cross-sectoral nature of Agriculture necessitates the development of an integrated career development plan.

Source/collection of data Marketing department

Method of Calculation Career development plan count

Data limitations Availability of plan




New Indicator Yes

Desired Performance 1 career development plan available


Indicator title Number of strategic partnerships established for enhancing the capacity of youth in agriculture and career development

Short definition Career guidance partnerships

Purpose/importance Career opportunities communicated through schools & youth development initiatives.

Source/collection of data M&E Policy developed and approved for effective impact assessment and evaluation. Partnerships counted

Method of Calculation Score carding instruments designed and fully implemented





New Indicator No

65

Desired Performance 2 partnerships established


Indicator title Number of career exhibitions attended, schools involved and learners exposed

Short definition Careers expos organised by the SETA

Purpose/importance Career opportunities communicated through schools & youth development initiatives.

Source/collection of data M&E Policy developed and approved for effective impact assessment and evaluation. Attendance registers of careers expos. Proof of occurrence invite and expos pamphlets samples

Method of Calculation Score carding instruments designed and fully implemented





New Indicator No

Desired Performance 15 x career expo’s participated, Actual of 100 schools exposed, 5000 learners exposed to career guidance

Indicator Responsibility Marketing - Co-ordinator

Programme 3: Quality assurance

Indicator title To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes

Short definition To increase the responsiveness of service providers to the sector, that benefit annually from capacity building initiatives by 30% and to enhance the quality of learning programmes

Purpose/importance The ability of TVET and ATVET to meet the demand for skills is important for AgriSETA to address critical and scarce skills

Source/collection of data Survey completed

Method of Calculation Respondents on survey indicate an increase of 30% to respond to the occupational qualifications and the needs of the sector compared to before the intervention

Data limitations Accuracy of completed surveys




New Indicator Yes

Desired Performance 30% increase in capacity to be responsive to the sector

Indicator Responsibility ETQA - Manager

66

Indicator title Number of AFETs and TVET's supported with capacity building programmes.

Short definition Provision of support to Agriculture colleges

Purpose/importance Provision of support to Agriculture colleges

Source/collection of data DG contracts entered to support such organisations

Method of Calculation Verifying the DG contracts stipulating support to such organisation

Data limitations Specifying the type of support




New Indicator No

Desired Performance 11 Colleges supported


Indicator title Number of occupationally directed qualifications developed

Short definition Supporting the sector through developing relevant qualifications

Purpose/importance Provision of support to Agriculture sector

Source/collection of data Number of approved qualifications

Method of Calculation Verifying the MOA/MOU stipulating support





New Indicator No

Desired Performance 6 Qualifications developed


Indicator title Number of AQP’s supported through Alignment to the QCTO

Short definition Supporting the sector through establishment of AQP’s


Source/collection of data Number of supported AQP’s






New Indicator No

Desired Performance 5 AQP’s supported


Indicator title Number of RPL projects implemented

Short definition Supporting the sector through conducting the RPL feasibility study


Source/collection of data Number of approved RPL projects


67





New Indicator No

Desired Performance Minimum target of 6


Programme 4: Administration

Sub-programme 4.1. : Finance

Indicator title To reduce the internal control deficiencies reported in the previous AG report by 10%

Short definition To reduce the internal control deficiencies reported in the previous AG report by 10%

Purpose/importance The finance function is a support function that enables the SETA to execute its mandate.

Source/collection of data AG report

Method of Calculation 10% reduction in control deficiencies if compared with the previous AG report.

Data limitations Availability of AG report

Type of indicator Outcome



New Indicator Yes

Desired Performance 10% reduction in control deficiencies

Indicator Responsibility Finance coordinator

Indicator title Percentage of budget variances and adjustments reduced

Short definition Budget variances and adjustments must be kept to a minimum

Purpose/importance Budgeting must be done accurately to ensure that overall planning for projects can be implemented without a adjustment in targets .

Source/collection of data MTEF budgets and forecasts

Method of Calculation Percentage of budget variances presented to board year on year

Data limitations Data limited to approved budgets




New Indicator Yes

Desired Performance 10% reduction in annual adjustments

Indicator Responsibility Finance coordinator

Indicator title 100% of invoices processed within PMFA guidelines

Short definition PMFA guidelines to be followed at all to ensure compliance

Purpose/importance PMFA guidelines forms backbone of financial management system

68

Source/collection of data Internal audit and midterm audit statements

Method of Calculation Audit findings raised

Data limitations Availability of audit reports




New Indicator Yes

Desired Performance 100% compliance with PMFA regulations

Indicator Responsibility Finance coordinator/CFO

Indicator title All service providers procured and managed within National Treasury guidelines

Short definition Procurement of service providers must follow guidelines of National Treasury to ensure compliance with legislation

Purpose/importance NT guidelines is an integral part of financial management and can lead to an audit qualification

Source/collection of data Audit statement from internal audit and auditor general

Method of Calculation Number of audit findings

Data limitations Availability of audit reports

Type of indicator Outcome-



New Indicator Yes

Desired Performance 100% compliance


Indicator title 30% Reduction of asset register variances

Short definition Variances on asset register must be kept to a minimum

Purpose/importance Asset management is an important finance function to assist with budgeting and planning

Source/collection of data Asset register

Method of Calculation Comparison between asset register and audit findings

Data limitations Up to date asset registers and audit reports




New Indicator Yes

Desired Performance 30% reduction of variances on the asset register year on year


Indicator title Collection rate of 90% of provincial levies

Short definition AgriSETA must ensure that the collection rate of levies is managed in a sustainable manner

Purpose/importance Levies contribute to AgriSETA’s overall available administrative funds thus ensuring optimal functionality of the SETA

69

Source/collection of data Financial statements

Method of Calculation Percentage calculation of levies collected and total payable levies

Data limitations Availability of financial statements


Calculation type Quarterly


New Indicator Yes

Desired Performance 90% collection rate on levies payable

Indicator Responsibility Financial coordinator/CFO

Sub- programme 4.2: Governance

Indicator title To improve the governance function of the board by 15% annually thus providing improved strategic direction to the organisation

Short definition To improve the governance function of the board by 15% annually thus providing improved strategic direction to the organisation

Purpose/importance The strategic guidance of the board ensure that AgriSETA deliver on its mandate

Source/collection of data Instrument to measure the governance function

Method of Calculation Comparison with a baseline assessment

Data limitations Availability data




New Indicator Yes

Desired Performance Governance function of the board increase by 15% annually

Indicator Responsibility Board administrator

Indicator title Number of board meetings

Short definition Number and frequency of board and sub-committee meetings

Purpose/importance Provide strategic guidance to the organisation

Source/collection of data Minutes of meetings

Method of Calculation Number of meetings

Data limitations Availability of meetings




New Indicator Yes

Desired Performance 4 board meetings


Indicator title Number of board subcommittee meetings

Short definition Number and frequency of board and sub-committee meetings

Purpose/importance Provide strategic guidance to the organisation

Source/collection of data Minutes of meetings

Method of Calculation Number of meetings

Data limitations Availability of meetings

70




New Indicator Yes

Desired Performance 4 sub-committee meetings


Indicator title 10% increase in the quality of the information that the board receive from board sub-committees

Short definition 10% increase in the quality of the information that the board is given to make decisions

Purpose/importance The governance and oversight function is determined by the quality of information that is presented to the board

Source/collection of data Survey

Method of Calculation Board members indicate through a survey that the quality of information that receive has improved by 10%

Data limitations Accurate completed surveys




New Indicator Yes

Desired Performance 10% increase in the quality of the information that is submitted to board


Sub programme 4.3: Information Technology

Indicator title To increase the responsiveness of the ICT solution by 10% annually

Short definition To increase the responsiveness of the ICT solution by 10% annually

Purpose/importance It is important that the ICT system is dynamic and can respond to the needs and growth of the AgriSETA

Source/collection of data Surveys completed by AgriSETA employees

Method of Calculation Respondents indicate an increase in the responsiveness of the ICT solution compared with the baseline assessment





New Indicator Yes

Desired Performance 10% increase in responsiveness of the ICT solution

Indicator Responsibility General Manager

Indicator title 90% of all ICT (hard and software) related incidents resolved within 24 hours of first report.

Short definition ICT related incidents resolved within 24 hours

71

Purpose/importance The availability of ICT directly impacts on the performance of the SETA

Source/collection of data Data from ICT manager

Method of Calculation Calculate number of incidents resolved expressed as a percentage





New Indicator Yes

Desired Performance 90% of all incidents resolved within 24 hours

Indicator Responsibility General Manager

Indicator title ICT solution reviewed annually

Short definition ICT solution must be evaluated for enhancements and improvements annually

Purpose/importance The purpose of the review is to ensure that the current hardware and software is compliant with the needs of the SETA

Source/collection of data ICT steering committee

Method of Calculation Number of reports

Data limitations Availability of evaluation report


Calculation type Non-cumulative


New Indicator Yes

Desired Performance 1 ICT review report

Indicator Responsibility General Manager operations

Sub programme 4.4: Human Resources

Indicator title To increase and maintain the level of employee satisfaction to 80% annually

Short definition To increase and maintain the level of employee satisfaction to 80% annually

Purpose/importance Employee satisfaction will be indicative the efficiency of the Human Resource function

Source/collection of data Survey completed by AgriSETA employees

Method of Calculation Number of respondents indicating a satisfaction rate of 80% annually

Data limitations Objectivity and accuracy of the survey




New Indicator Yes

Desired Performance 80% of employees are satisfied with the workplace

Indicator Responsibility HR Manager

72

Indicator title 90% of employees participate in further career development

Short definition Employees are given the opportunity to develop professionally as employees of AgriSETA

Purpose/importance Employee development will impact positively on performance in the workplace

Source/collection of data HR training/ATR report

Method of Calculation Number of employees participating as a percentage of total number of employees

Data limitations Availability of data and actual start dates of training might run over financial years




New Indicator Yes

Desired Performance 90% of all employees participate


Indicator title 90% of vacant positions filled

Short definition Critical vacant positions must be filled

Purpose/importance Vacant positions in the organisation must be filled to ensure operations are not impacted

Source/collection of data HR Quarterly report to Board

Method of Calculation Number of positions filled as a percentage of the overall number of employees

Data limitations Availability of HR data




New Indicator Yes

Desired Performance 90% of all vacant positions filled

Indicator Responsibility HR manager

Indicator title All employees sign performance contracts annually

Short definition Employees sign performance agreements to measure actual performance

Purpose/importance Employee performance must be measured to quantify performance bonuses and actual performance against set targets

Source/collection of data HR department, signed performance contracts

Method of Calculation Number of employees with signed contracts

Data limitations Availability of performance agreements




New Indicator Yes

Desired Performance All employees must have performance agreements


agricultural sector education and training authority ... fy17_18.pdf · training authority annual...

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